shifting culture without a louisville slugger: building trust, pride, honesty, and integrity
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Shifting Culture without a Shifting Culture without a Louisville Slugger: Building Louisville Slugger: Building Trust, Pride, Honesty, and Trust, Pride, Honesty, and
IntegrityIntegrity
Matt Rhodes, R.S.Matt Rhodes, R.S.Environmental Health AdministratorEnvironmental Health AdministratorLouisville Metro Health DepartmentLouisville Metro Health Department
2006 / 20072006 / 2007
Current Negative RealityCurrent Negative Reality
• LazyLazy• SlackerSlacker• BureaucraticBureaucratic• TroubleTrouble• Heavy EnforcementHeavy Enforcement
Current Negative RealityCurrent Negative Reality
• Under appreciatedUnder appreciated• Easy jobEasy job• UnreasonableUnreasonable• ExploitedExploited• UndesirableUndesirable• OverworkedOverworked
Current Positive RealityCurrent Positive Reality
• KnowledgeableKnowledgeable• CredentialedCredentialed• Hard workersHard workers• Public ServantsPublic Servants
Current Positive RealityCurrent Positive Reality
• A resourceA resource• HelpfulHelpful• PridefulPrideful• CommittedCommitted
Demand on Resources vs. Waning Demand on Resources vs. Waning Personnel NumbersPersonnel Numbers
Behavior Over Time
Time
Num
ber
Personnel
Demand onResources
Budget
Morale and Disciplinary IssuesMorale and Disciplinary Issues Behavior Over Time
Time
Num
ber Morale
DisciplinaryInterventions
Professionalism following Professionalism following Disciplinary ActionDisciplinary Action
(1)
Prof essional behavior
Disciplinary action
Low worker morale
B
RDelay
Symptom-Correcting
Process
Vicious Cycle
We need to do something
now!
Disciplinary act ion
Time
Fixes That Backfire
Delivery of services
Disciplinary act ion
Disciplinary act ion
Shifting the BurdenShifting the Burden
B
Disciplinary action
Level of professionalism
B
Change professional
culture
Time and resources
R
Symptom Correcting Process
Cause Correcting
Process
Side Effects Undermining
Efforts to Address Fundamental IssueMorale
Fear
Willingness to commit
Employee behavior
Commitment to Quality
Problem Statement:Problem Statement: • Why despite the best efforts at hiring, Why despite the best efforts at hiring,
educating, and training environmental educating, and training environmental health staff is LMHD unable to achieve the health staff is LMHD unable to achieve the expected level of professional behaviors expected level of professional behaviors and standards?and standards?
• Why do employees believe that they can Why do employees believe that they can accept mediocrity and rationalize accept mediocrity and rationalize behaviors that prevent a high level of behaviors that prevent a high level of performance?performance?
Problem Statement Problem Statement Cont’d:Cont’d:• Why is there limited accountability to Why is there limited accountability to
public health goals?public health goals?• Why have lowered standards become Why have lowered standards become
accepted over time? accepted over time? • Why does staff feel that they have no Why does staff feel that they have no
control or input over organizational control or input over organizational decisions despite management’s decisions despite management’s desire to include them?desire to include them?
Shifting CultureShifting Culture• Assessing Core CompetenciesAssessing Core Competencies• Inspiring a Shared VisionInspiring a Shared Vision• Modeling the WayModeling the Way• Challenging the ProcessChallenging the Process• Enabling Others to ActEnabling Others to Act
Shared VisionShared Vision• More ideal physical environmentMore ideal physical environment• Better response to issuesBetter response to issues• Improved efficiencyImproved efficiency• Desired public perceptionDesired public perception
Code of IntegrityCode of IntegrityGoal: To educate and promote the Goal: To educate and promote the
highest standard of practice in the highest standard of practice in the field of Environmental Health.field of Environmental Health.
• Model professional standards of behaviorModel professional standards of behavior• Recognize and deal with ethical issuesRecognize and deal with ethical issues• Report unethical conduct and help foster Report unethical conduct and help foster
a culture of honesty and accountabilitya culture of honesty and accountability
Code of Integrity HeadingsCode of Integrity Headings• LeadershipLeadership• General Employee Conduct (Office General Employee Conduct (Office
Behavior)Behavior)• Respect for co-workersRespect for co-workers• Stewardship of Public ResourcesStewardship of Public Resources• Outside Activities (Actions in the Outside Activities (Actions in the
Field) and EmploymentField) and Employment• Conflicts of InterestConflicts of Interest
Gifts, Entertainment, and FavorsGifts, Entertainment, and Favors
Code of Integrity Headings Code of Integrity Headings Cont’dCont’d• Organizational Funds and Other AssetsOrganizational Funds and Other Assets• Organizational Records and Organizational Records and
CommunicationsCommunications• Dealing with Other Organizations Dealing with Other Organizations • Prompt Communications and Prompt Communications and
Professional Courtesy Professional Courtesy • Privacy and ConfidentialityPrivacy and Confidentiality• Professional DevelopmentProfessional Development• Professional ImageProfessional Image• ValuesValues
NEXT STEPSNEXT STEPS
• Annual Visioning SessionsAnnual Visioning Sessions• Employee Satisfaction SurveyEmployee Satisfaction Survey• Customer Satisfaction SurveyCustomer Satisfaction Survey• Annual Performance Appraisal Annual Performance Appraisal
ReviewReview• Quarterly Quality Control AuditsQuarterly Quality Control Audits
NEXT STEPS Cont’dNEXT STEPS Cont’d
• Commitment to the processCommitment to the process• Core Competency survey Core Competency survey • Monitoring individualized progress Monitoring individualized progress • Supervisory progress report Supervisory progress report • Customer satisfaction surveys Customer satisfaction surveys • Leadership Empowerment Academy Leadership Empowerment Academy
for Public Health (LEAPH) for Public Health (LEAPH)
CONCLUSIONS CONCLUSIONS • Changing business model Changing business model • Work processes continue to change Work processes continue to change • Resources continue to diminish Resources continue to diminish • Workloads continue to increase Workloads continue to increase • Leadership styles must be flexible Leadership styles must be flexible
Management ChallengesManagement Challenges• Model the Way Model the Way • Establishing written program goalsEstablishing written program goals• Environmental Health Solutions Environmental Health Solutions
business model business model • Evaluations performed annually Evaluations performed annually • Professional development profiles for Professional development profiles for
each employee. each employee.
Management Challenges Management Challenges Cont’dCont’d
• Connect individual employee actions Connect individual employee actions with national public health goalswith national public health goals
• Overcoming mental modelsOvercoming mental models• Encouraging the Heart by celebrating Encouraging the Heart by celebrating
successes along the way successes along the way
Special ThanksSpecial Thanks• Sheila AndersenSheila Andersen• Yoofi CrentsilYoofi Crentsil• Debbie EmbersDebbie Embers• Leslie JenksLeslie Jenks• Michelle Montgomery Michelle Montgomery • Judy NielsenJudy Nielsen• Faye SalehFaye Saleh
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